Advisory Services and Research Projects
Economic Development Strategic Planning and Organizational Development
We work with communities to:
• Prepare and facilitate comprehensive strategic plans
• Prepare economic development assessments
• Develop new organizational approaches for economic development
• Design programs using best practices in economic development.
Beaumont, Texas Technical Assistance in Entrepreneurship and Business Incubation (2012)
Location: Beaumont, Texas
As part of a grant from the US Economic Development Administration, IEDC worked with the Greater Beaumont Chamber of Commerce and Lamar University to conduct a technical assistance project focused on the development of Lamar University’s new Commercialization Center as a focal point of a broader strategy to improve the region’s overall entrepreneurial ecosystem. Following a site visit, the project’s advisory team provided a compendium of recommendations to help develop an action plan for the Commercialization Center and to enhance the region’s overall entrepreneurship capabilities.
Lake Charles, Louisiana Technical Assistance in Entrepreneurship and Business Incubation (2012)
Location: Lake Charles, LA
IEDC provided the Southwest Louisiana Economic Development Alliance (the Alliance) with recommendations to further develop the region’s entrepreneurship ecosystem. This technical assistance project, which included a site visit by an IEDC team of experts as well as a written report of recommendations, focuses on enhancing partnerships and programs at the Southwest Louisiana Entrepreneurial and Economic Development (SEED) Center, a new facility for small business support that will include a business incubator.
Montgomery County Department of Economic Development, Organizational Assessment (2012)
Location: Montgomery County, MD
IEDC provided an organizational assessment and comparative analysis of the Montgomery County Department of Economic Development (MCDED). The intent is to provide MCDED with research and options to advance the economic development delivery system for Montgomery County. The analysis compares MCDED economic development functions with those in six other counties. In addition to Montgomery County, IEDC conducted research on Fairfax County, VA; Prince William County, VA; Baltimore County, MD; Howard County, MD; Miami-Dade County, FL; and St. Louis County, MO. While this report highlights various models for economic development, there is no perfect model for organizing EDOs. Organizational models vary greatly due to local and state laws, policies, politics, and practices; and demographic, geographic, and business characteristics. Thus, IEDC presents a diversity of organizational models within this report from which advantages and disadvantages can be drawn.
Strategic Assessment of Dallas / Fort Worth International Airport Commercial Development and International Business Attraction (2012)
Location: Dallas / Fort Worth International Airport (DFW), TX
IEDC assisted the Commercial Development Department of the Dallas / Fort Worth Airport on a project aimed at improving the airport’s ability to attract international businesses to its commercial development properties. IEDC provided guidance on developing a new international business development function to support this overall international business attraction goal. The project also explored ways for the airport to begin identifying target industries and geographic areas for its overall international business development efforts, and provided guidance for developing and communication a compelling value proposition to international business prospects based on the airport’s unique assets and competitiveness of its commercial real estate opportunities. IEDC also helped the airport explore opportunities for enhancing its international marketing functions in support of its overall international business attraction strategy.
New Braunfels Economic Development Strategic Plan (2012)
Location: New Braunfels, Texas
Over a seven-month period, IEDC facilitated a community engagement process in New Braunfels to develop an Economic Development Strategic Plan. Working closely with both the city and chamber of commerce, IEDC supported the effort through research insights and participation in committee meetings, group discussions, and information exchanges with several resource speakers to identify and address issues facing the community. These efforts resulted in a 186-page document titled “New Braunfels Economic Development Strategic Plan 2012-2016.” The plan outlines specific goals, objectives, and strategies for economic development in New Braunfels. Each strategy also includes detailed tasks, a list of responsible parties, and timelines for completion. In addition, the document presents multiple resources and significant data that will allow local stakeholders and leaders to more effectively implement the plan over the coming years.
Sioux City Downtown Assessment (2012)
Location: Sioux City, Iowa
An IEDC Advisory Team conducted a downtown assessment for Sioux City, Iowa to establish objectives for the city’s downtown revitalization planning. The assessment analyzed different approaches to help re-energize downtown’s appeal as a residential and business location and to help maintain downtown’s status as the region’s cultural center. IEDC’s assessment emphasized the downtown’s unique real estate offerings; encouraged repurposing underutilized real estate; suggested expanding the supply of market-rate housing, and; identified ways to generate additional economic activity by leveraging downtown’s existing cultural and event facilities.
Fort Wayne-Allen County Strategic Plan Review and Assessment (2012)
Location: Fort Wayne-Allen County, Indiana
The Fort Wayne-Allen County Economic Development Alliance contracted with IEDC to review and assess the Alliance’s economic development strategy and provide guidance and feedback. A team of panelists and staff reviewed the strategy and other key documents, conducted a site visit to meet with stakeholders and drafted a final report detailing strengths, weaknesses and recommended changes to the draft economic development strategy.
Strengthening Tourism Assets in Greater Galveston Region (2011)
Location: Galveston, TX
IEDC sent a team of tourism experts for a site visit in the Houston-Galveston region to identify strategies for developing coastal tourism assets. The IEDC team met and spoke with over 25 tourism stakeholders in the four coastal counties of Brazoria, Chambers, Galveston and Matagorda. The project explored common tourism assets and themes in these counties – coastal and natural amenities, historic and cultural opportunities, etc. – that could form the basis of a strategic regional tourism package. A final report was released in late summer 2011 offering recommendations for near- and long-term regional tourism strategies.
Stennis-Michoud Marketing Strategy, Greater New Orleans, Louisiana (2010-2011)
Under a multi-year grant from the U.S. Economic Development Administration (EDA) to provide technical assistance in the Greater New Orleans region for long term economic recovery in the Gulf Coast, IEDC is providing marketing assistance for the promotion of a technology corridor that runs from Stennis Space Center in Southwest Mississippi to Michoud Assembly Facility in New Orleans, Louisiana. Both facilities are owned and operated by the U.S. National Aeronautics and Space Administration (NASA), providing the region with invaluable assets to develop high tech industries and contribute to the growth of the region. IEDC’s assistance includes recommendations on setting up a new regional marketing organization and its operations.
Economic Recovery Assessments for Communities Impacted by Deepwater Horizon Oil Spill (2010)
Location: Gulf Coast of the United States
In the summer of 2010, IEDC was awarded an EDA grant to provide economic recovery support to Gulf Coast communities impacted by the Deepwater Horizon oil spill. IEDC assisted twenty-one different communities in Texas, Louisiana, Mississippi, Alabama and Florida as part of this grant. Multiple teams comprised of federal agency representatives, economic development organizations and experts in economic development were deployed to the Gulf Coast region, and provided customized assistance. These teams developed a report for each community, which outlines the communities' respective economic assets and challenges, as well as recommendations towards economic recovery. IEDC worked in close cooperation with the National Incident Command’s Economic Solutions Team (NIC-EST) as well as partnered with the National Association of Development Organizations (NADO) and the U.S. Chamber of Commerce’s Business Civic Leadership Center (BCLC) as well as a number of disaster recovery experts on this initiative.
Halifax Regional Municipality – Strategic Plan Assessment (2010)
IEDC conducted a review of the Halifax Regional Municipality’s (HRM’s) Economic Development Strategy 2005-2010 in preparation for HRM developing a new economic strategy for 2011-2016. IEDC’s assessment outlined the strengths and weaknesses of the economic strategy, and provided recommendations for improvement for the 2011 strategic planning exercise, including programs and projects to be considered.
Port Arthur Downtown Revitalization Strategy (2008-2009)
Location: Port Arthur, TX
IEDC assisted the Port Arthur Economic Development Corporation (PAEDC) and the City of Port Arthur in conducting a strategic assessment of the downtown and surrounding areas in Port Arthur and developing a long term downtown revitalization strategy focused on implementation. IEDC’s support consisted of a site visit to gather information through focus group interviews, best practice case study research, and development of recommendations for the City and PAEDC. The emphasis of the project was outlining realistic strategies while taking advantage of the small window of opportunity arising from huge investments made by the oil and gas industry in and around the city.
Galveston Economic Recovery Assessment After Hurricane Ike (2008)
Location: Galveston, TX
IEDC was retained by the BCLC to assist Galveston, Texas in their economic recovery from Hurricane Ike, which hit the southeast coast of Texas on September 13, 2008. On October 28-29th, an IEDC team of economic development and business recovery experts visited Galveston. The objective of the project was to address the storm’s impact on the local economy, identify the community’s capacity for economic recovery, and develop specific recommendations to strengthen public and private sector cooperation to streamline the recovery effort. The team focused on small business recovery; business retention and expansion; economic impacts; workforce; the city’s leadership role; the downtown district; strategic planning; communications strategy; emergency management planning; organizational issues; and working with state and federal funders.
Economic Recovery Assessment for Flooding in Cedar Rapids (2008)
Location: Cedar Rapids, IA
IEDC and BCLC partnered to send a panel of experts to Cedar Rapids, IA to offer technical assistance in response to the June 2008 flooding. The purpose of the trip was to provide economic recovery assistance, paying close attention to what the community can do for itself, how it can work effectively with state and federal agencies, and what will remain as funding gaps following government assistance. The team focused on small business recovery; cultural facilities and human service organizations; the downtown plan; the City’s strategic plan; the roles for the City, Chamber, Downtown BID, and the regional EDO, Priority One; and a communications strategy.
California Wildfires Economic Recovery Assessment (2007)
Location: San Diego, CA
IEDC and the Business Civic Leadership Center (BCLC) of the US Chamber of Commerce partnered to send a panel of experts to San Diego County to offer economic recovery technical assistance. The team worked with the San Diego Regional Chamber, other local Southern California chambers, and business and community stakeholders to perform an assessment of economic impacts and business recovery efforts.
Organizational and Programmatic Plan (2007)
Location: New Orleans, LA
The primary objective of the Organizational and Programmatic Plan was to assess the City’s Economic Development Division and recommend strategies for effective staffing and program structures and functions. This project grew out of the EDA-funded IEDC Economic Recovery Volunteer Program, an executive loan program. IEDC took a four-person expert panel to lead the assessment. The Plan includes the IEDC team’s observations and findings from primary and secondary research, recommendations for optimum economic development division structures and activities, an outline Division workplan and draft organization chart.
Strategic Assessment for the City of Wendeng, China - United Nations Industrial Development Organization [UNIDO] (2007-2008)
Location: Wendeng, P.R. China
IEDC worked with the United Nations Industrial Development Organization - Investment & Technology Promotion Office – China (UNIDO ITPO-China) to provide the City of Wendeng, Shandong Province with a strategic assessment of the Wendeng Economic Development Zone (EDZ). The goal of this project is to provide key recommendations and best practices to strengthen Wendeng’s competitiveness in transforming the local economy into a more diverse, technologically-advanced economy. IEDC teamed with the National Business Incubation Association (NBIA) to focus on the following core areas: 1) industrial restructuring, 2) business attraction and marketing, 3) zone development and management, and 4) small enterprise growth. The IEDC/NBIA team performed an economic assessment with target industry & SWOT analysis, constructed case studies, introduced research methods, and presented strategies in the four core project areas. The project also included a U.S. study tour of industrial parks. A U.S. trade mission is planned for Spring 2008.
Economic Development Assessment (2007)
Location: Columbus, OH
IEDC assisted the City of Columbus, OH in conducting an assessment of its Economic Development Division. The assessment evaluated the division’s operations, organizational and programmatic capacity, and staff resources with a focus on business retention, expansion, attraction, and marketing. IEDC staff prepared a background report, brought an expert panel for a site visit to meet with key stakeholders in Columbus, and prepared a final report with recommendations based on member expert experience and case-oriented research. IEDC investigated three comparable cities to identify best practices and strategies to improve the city’s effectiveness in business retention, expansion and recruitment.
Ecuador Regional Development Agency Assessment and Investment Generation Infrastructure Recommendations (2007)
IEDC worked with a team to assess regional economic development organizations in Ecuador with a focus on increasing organizational capacity for regional competitiveness, investment promotion and business attraction. Along with organizational assessment site-visits, the IEDC team held a symposium on good practices in international investment promotion programs and activities. The project included an assessment and review of the investment promotion infrastructure in Ecuadorian regional development agencies and an action plan to develop an investment promotion program in the country.
Redevelopment Authority Strategies (2007)
Location: Washington, DC
IEDC assessed two District of Columbia redevelopment authorities and put forth scenarios for restructuring. The project analyzed current structures and activities, introduced comparative city economic development organization case studies, and offered scenarios of future organizational structures for Washington DC. The project was conducted under the Deputy Mayor’s Office for Planning & Economic Development.
Sustainable Town Development for the City of Feicheng, China – United Nations Industrial Development Organization [UNIDO] (2006)
Location: Feicheng, P.R. China
UNIDO-ITPO China contracted IEDC to develop strategies for sustainable economic development in a rapidly developing industrial community in Feicheng County, Shandong Province, P.R. China. The study involves researching best practices and providing key recommendations for industrial development, eco-industrial projects, workforce development, and real estate development. Shiheng Town, located in the jurisdiction of Tai’an and Feicheng cities, has a mix of heavy and light industrial firms, in mining and extractive businesses related to the energy sector, building materials industry, chemical industry, and agro-processing. Major issues addressed in the study include developing healthy living and working conditions in the town, increasing the capacity of the region to provide jobs and skilled workers, and expanding employment opportunities for incoming migrants while minimizing the environmental impact of current and future enterprises.
Economic Development Action Plan – Hull Citybuild (2006)
Location: Hull, United Kingdom
Hull Citybuild contracted IEDC to develop a project regarding economic and industry development initiatives in the city of Hull, United Kingdom. The IEDC project resulted in an action plan detailing recommendations and best practices to implement specific initiatives to strengthen the Hull region’s competitiveness and stimulate economic development. Specific topics addressed included value added manufacturing and port logistics, renewable energy, biomedical healthcare, call centers, as well as city regeneration. The action plan focused on the optimal application of the competitive positioning analysis conducted by IBM Business Consulting Services’ Global Location Strategies, including optimal site development.
Industrial Development Agency Assessment (2006)
Location: Yonkers, NY
IEDC reviewed The Yonkers Industrial Development Agency (YIDA) role in local economic development and provided observations and recommendations for improving effectiveness. The assessment included a review of the following activities:
• Current YIDA strategies, policies and programs
• Participation in and approach to projects
• Policies related to incentives and financing
• Organizational and administrative issues (IDA and LDCs)
• Information management and communications
• Relationship between economic development organizations
Strategic Economic Development Plan (2005)
Location: Tulsa, OK
In association with Development Strategies, Inc (DSI), IEDC assisted the City of Tulsa, Oklahoma in the creation of a strategic economic development plan. The plan was designed to identify specific strategies, actions, and programs to enhance the city's economic and fiscal position, and its competitiveness in the region. IEDC and DSI inventoried current policies and programs, and investigated three comparable cities to identify practices to help Tulsa. IEDC and DSI visited Tulsa several times to gather information, meet with key stakeholders, and present the plan.
The Tulsa Strategic Plan organized 13 economic development topics key to the City of Tulsa. Each topic was identified by one goal followed by objectives and strategies for implementation, as well as priorities. The Plan also defined performance measures and benchmarks, along with the key agency or agencies to oversee implementation. Performance schedules by topic and by lead agency were included. The Strategic Plan was passed and adopted unanimously by the Tulsa City Council.
Economic Development Strategic Plan (2005)
Location: Prince George’s County, MD
IEDC facilitated a yearlong economic development strategic planning process that brought together business leaders, community representatives, private and non-profit developers, entrepreneurs, planners, county officials and staff, and other county stakeholders. To start, IEDC prepared an economic assessment of Prince George’s County that reviewed and analyzed the economic, social, and demographic conditions in the county.
The county convened six sub-committees to address the major economic development issues in the county and prepare goals, objectives, and strategies. Facilitated by IEDC, the subcommittees addressed workforce and industry development, revitalization and redevelopment of established communities, financial tools, technology led development, transit-oriented development, and growing entrepreneurship. IEDC drafted a five-year strategic economic development plan for the county that reflected the work of the subcommittees. To supplement the work of the subcommittees, IEDC also prepared three issue specific white papers on:
• Identifying Targeted Industries
• Community Branding,
• Impact of Federal Research Facilities
Bulgarian Economic Development Association Consulting - ICMA, Bulgarian Foundation for Local Government Reform (FLGR) (2005)
IEDC took part in the development of a business plan for the Bulgarian Foundation for Local Government Reform (FLGR), an economic development membership organization. As part of an International City Management Association (ICMA) team funded by U.S. AID, IEDC participated in the CityLinks program, linking over 30 municipalities in Bulgaria in an economic development network. This program enables FLGR to offer economic development training, certification, technical assistance, and marketing. IEDC advised FLGR on how to position itself as a membership-based organization of municipalities in Bulgaria.
Economic Development Assessment (2004)
Location: Hamilton County, OH
IEDC assessed the Hamilton County’s role in economic development and provided policy alternatives and recommendations for improving the county’s effectiveness. IEDC brought a panel of member experts and staff to Hamilton County to review the following economic development activities:
• Current county policies, strategies, programs and priority projects
• Development and redevelopment area strategies and policies, including financing
• Strategic planning
• Organizational capacity and programs
• Business attraction and marketing
• Business retention and expansion
• Business incubators
• Relationships with other agencies
Prior to the site visit, IEDC prepared a background report. At the end of the site visit, the team presented their preliminary recommendations to the Board of County Commissioners. Following the site visit, IEDC prepared a final report that covered analysis of strengths and challenges and recommendations for strategic planning, image and branding, roles for the county’s nonprofit economic development company, relationship with Cincinnati, arts district development, riverfront development, land assembly, and tax increment financing. IEDC provided best practice case studies to support the recommendations.
Economic Development Marketing Strategy (2003 – 2004)
Location: Town of Islip, NY
IEDC worked with the Town of Islip to develop an economic development marketing plan. The IEDC expert panel evaluated and analyzed the past marketing activities of Islip and the region. After meeting with key stakeholders, the team recommended specific goals, objectives and an annual marketing calendar. Specific areas of focus included business retention and expansion outreach, website development, public relations, and use of the airport as a marketing tool.
Toledo/Lucas County Economic Development Strategy (2003)
Location: Toledo, OH,
Working with Hammer, Siler, George Associates, IEDC conducted best practice research and participated in the economic development planning. IEDC examined organizational and strategic factors and compared them to the most successful functioning alternatives nationally. The team then recommended options for a regional organizational structure, a preferred structure and implementation plan. For the research, ten regional models were selected based on the communities’ similarity in size, location and/or success in attracting similar target industries. Five of the ten were researched more in depth.
Strategic Economic Development Plan (2003)
Location: West Palm Beach, Florida
IEDC prepared an economic development strategic plan for West Palm Beach and assisted them in their efforts to elevate the importance of economic development to the city by improving viability of and integration between neighborhoods/districts, and increasing organizational capacity, coordination and partnerships. IEDC staff and an expert panel visited the site and met with economic development groups, representatives of the business community, neighborhood groups, arts and cultural organizations, city departments, the mayor and city commissioners. IEDC prepared a report presenting its findings and recommendations. The plan covered all facets of economic development including business attraction, retention, and expansion, downtown development, and neighborhood revitalization.
Economic Development Plan (2002)
Location: Matanuska-Susitna Borough, Alaska
IEDC identified an economic development strategy to improve employment opportunities, stimulate business attraction, and direct growth patterns in the Matanuska-Sustina Borough. After extensive background research, IEDC visited the Borough to conduct interviews and hold workshops with community stakeholders. The final report highlighted actions to increase the area’s economic base, including developing tourism, expanding telecommunications infrastructure, and cultivating select industrial and agricultural opportunities.
Economic Development Strategy (2002)
Location: Southwest King County, Washington
IEDC worked with the Southwest King County to define, market, and implement an economic development strategy. IEDC organized a site visit, facilitated an expert panel, and prepared a final report that included an analysis of a previous draft strategy, recommended appropriate economic development strategies, and listed specific suggested actions to implement the strategies.
Economic Adjustment Pilot Program Development and Evaluation—Levi Strauss Foundation (1999-2001)
Location: Warsaw, VA; Murphy, NC; Johnson County, TN IEDC conducted a 15-month pilot program for the Levi Strauss Foundation to assist rural communities impacted by the closure of major plants due to competition from foreign trade. This program placed full-time IEDC staff on location in order to help the local community build its capacity for economic adjustment. The program also gave the communities access to IEDC’s Washington staff for assistance with market research, strategies for workforce development, and grant writing. IEDC tracked and evaluated challenges in the implementation of the program and made recommendations for fine-tuning future replications of the program.
Abilene Strategic Planning (2001)
Location: Abilene, Texas
IEDC worked closely with the City of Abilene over nine months to assist with a community and economic development strategic planning process. IEDC advised city leadership on the direction and content of the plan and facilitated key meetings with five community-based committees designed to address the major community and economic development issues in Abilene. IEDC also provided research on key topics and compiled the final report. The final strategic plan, Abilene Community Excellence: Creating the Future for Abilene, includes 32 separate action plans—of which 12 are priorities—dealing with the major community and economic development issues identified by the committees. The strategic action plan provides details on goals, strategies, actions, estimated costs, timeframe, and performance milestones and measures.
Historic Rock Hill Strategic Planning (2001)
Location: Rock Hill, South Carolina
IEDC was retained by the City of Rock Hill to conduct an economic development plan for its urban core known as Old Town. IEDC wrote a background report detailing current conditions in the urban core, the City of Rock Hill, and York County, and assembled an expert panel to meet with stakeholders to help determine a vision for Old Town. Goals and strategies were developed based on a planning charette with participation from a number of community groups including the Council of Neighborhoods. IEDC also facilitated a public forum to gain input from Rock Hill citizens. The final goals in the strategic plan outline the community’s future vision for Old Town as well as the necessary strategies to achieve the vision. The plan outlines how the redevelopment of Old Town can take advantage of historic textile mill sites, proximity to local universities, the new economy, and planned light rail and trolley systems.
Charlotte Strategic Planning (2000)
Location: City of Charlotte, North Carolina
In association with Development Strategies, Inc. (DSI), IEDC assisted the City of Charlotte with strategic planning. IEDC and the prime contractor made recommendations to improve the City’s economic development efforts. To aid the process, IEDC prepared in-depth case studies on economic development in three cities similar to the City of Charlotte—Austin, Cincinnati, and Phoenix. IEDC investigated how eight areas of economic development are handled in each of the cities, including: business attraction, business retention and expansion, industrial development, neighborhood development, workforce development, technology transfer, major projects, and transit. In addition, IEDC prepared profiles of all major organizations active in economic development in each of the three cities.
Assessment, Analysis, and Recommendations for the City of Dallas Economic Development Organizations (2000)
Location: Dallas, Texas
IEDC provided assistance in analyzing economic development organizations in Dallas. IEDC organized and facilitated an economic development forum. Working with the prime contractor, IEDC made recommendations to improve the services of the City and affiliated non-profit economic development organizations. IEDC also conducted comparative evaluations on economic development in Atlanta, Kansas City (Missouri), and San Diego. IEDC analyzed the type and effectiveness of economic development activities in these cities. For each city, IEDC identified key economic development organizations, characteristics of each organization, and their role in business attraction, industrial development, neighborhood development, and business retention and expansion.
Economic Development Planning (2000)
Location: Española, New Mexico
IEDC assisted the City of Española—18 miles from Los Alamos National Laboratory—with a comprehensive economic development strategy. IEDC conducted background research on the City and its issues and barriers for economic development. IEDC staff and three economic development practitioners conducted a site visit to Española and met with economic development stakeholders. The panelists made recommendations in five areas: land use planning and zoning; infrastructure; economic development organizational capacity, including the City’s role in business retention and expansion, business attraction, and regional economic development; education; and performance measurement.
National Capital Revitalization Corporation Strategic Plan (1999)
Location: Washington, D.C. IEDC, acting as a subcontractor, provided assistance in establishing the newly created National Capital Revitalization Corporation (NCRC). IEDC helped draft the suggested strategy and spending plan for NCRC. Specifically, IEDC staff sat on the committees that addressed all issues in forming the new organization. IEDC was given responsibility for drafting the final plan that went to the Mayor. IEDC also conducted research and wrote four in-depth case studies on best practices in transaction-driven economic development organizations. Each case study included: organizational history, area of focus, resources (budget and staff, funding, powers), governance and decision-making, and organizational strengths and weaknesses.
Washington, D.C. Economic Development Strategic Plan (1998)
Location: Washington, D.C.
IEDC was retained by the Department of Housing and Community Development (DHCD) to coordinate a peer review team to benchmark the District of Columbia’s current economic system and recommend ways to help Washington, D.C. achieve its strategic economic development plan. The report examined all aspects of Washington’s economic development delivery system, including business retention, attraction and expansion; entrepreneurship and small business development; economic development finance; workforce development; downtown development; neighborhood development; and land management. Recommendations covered organization and staffing, strategy, finance, small business support, business climate, marketing, and economic development leadership.
Virginia Peninsula Economic Development Organization Restructuring (1997)
Location: Virginia Peninsula
IEDC, acting as a subcontractor, provided assistance to the Virginia Peninsula Mayors and Chairs, a group of leaders from the Virginia communities of Hampton, Newport News, York County, and Williamsburg. IEDC prepared case studies to assist in determining an organizational approach for economic development on the Virginia Peninsula. IEDC also evaluated techniques for benchmarking and regional strategies that would create the most effective organization(s).
Charlotte Economic Development Organizational Strategy (1997)
Location: Charlotte, North Carolina
IEDC worked with the City of Charlotte to evaluate the need for and characteristics of a transaction-driven economic development organization. IEDC prepared case studies, examined Charlotte’s existing organizations and recommended options for a new organization. The recommendations covered the following aspects: mission statement, board selection and composition, budget, staffing, funding, relations with existing organizations, roles of the public and private sectors, geographic focus, and the focus of activities.
U.S. Department of Energy: Advisory Services to Energy Communities (1995-2003)
As part of an extensive contract with the U.S Department of Energy’s (DOE) Office of Worker and Community Transition, IEDC assisted more than 10 communities that faced downsizing and ultimate closure of DOE facilities. Most of these communities were located in rural areas. Technical assistance included:
• Community Reuse Organization (CRO) structuring, financing and board development
• Economic development planning
• Establishment of a revolving loan program
• Economic diversification strategies
IEDC has assisted the following communities: Eastern Idaho, Southern Ohio, Los Alamos (NM), Paducah (KY), Richland (WA), Oxnard (CA), Rocky Flats (CO), Savannah River (SC), Oak Ridge (TN), Los Alamos (NM), and Fernald (OH).
Southern Ohio Diversification Initiative (1998-2000)
Location: Piketon, Ohio
Comprehensive Economic Development Planning: A team from IEDC traveled to Waverly, Ohio three times during 1998 to assist the Southern Ohio Diversification Initiative (SODI) with their Year 2 planning process. IEDC facilitated open planning meetings, which generated ideas and project solutions for local transition issues. IEDC compiled the outcomes of the meetings into a strategic planning report.
In 2000, IEDC again facilitated SODI’s annual strategic planning sessions. At the strategic planning session, IEDC was asked to review proposals submitted to SODI requesting funding for economic development projects. IEDC developed criteria by which to analyze the proposals, analyzed the proposals, and offered recommendations to the SODI Board regarding primary and secondary funding priorities.